Handbook for Department Chairs

Communication

The ideal chairperson of a department/program:

ensures voices of all members of the department, regardless of rank, are heard as decisions are made: giving each opportunity to express opinions, share ideas, raise questions without fear of reprisal (sees that those with the loudest voices or longest tenure do not dominate and those with shorter tenure do speak without concern for repercussions at time of review and tenure)

understands the potential for misunderstandings when communication is not open, free and regular, providing as much information as possible to keep all informed, involved, working as a team

recognizes the pitfalls and potential of email, and the value of face-to-face conversations about critical issues.

All too often, a leadership team thinking about new directions fails to think through and put in motion a communication plan as an integral prelude to and part of the anticipated change. Developing a thoughtful communication plan and carrying it out effectively are vital aspects of any successful significant change. Communication, with different levels of intensity and of varying breadth and scope, must occur as the process proceeds.

"Chairs must understand, however, that before the department meeting is held, it is important to consider the setting, the agenda, the nature of the business to be conducted, and the probable reactions of those in the meeting. Given a moderate-size faculty, an hour department meeting costs thousands of dollars of professional time. The chair must recognize just how important this time is to the faculty in the room, and to the institution, and to make the best use of the department meeting."